London & Colonial Assurance PLC

Transcription

1 London & Colonial Assurance PLC Solvency and Financial Condition Report ( SFCR ) (for the financial year ended 31 December 2016) 1

2 Contents Executive Summary... 3 A. Business and Performance... 4 A.1 Business... 4 A.2 Underwriting Performance... 5 A.3 Investment Performance... 5 B. System of Governance... 7 B.1 Governance Structure... 7 B.2 Fit and Proper... 9 B.3 Risk Management Systems B.4 Own Solvency and Risk Assessment (ORSA) B.5 Internal Control Systems B.6 Internal Audit B.7 Actuarial Function B.8 Outsourcing C. Risk Profile C.1 Underwriting Risk C.2 Market Risk C.3 Credit Risk C.4 Liquidity Risk C.5 Operational Risk D Valuation for Solvency Purposes D.1 Assets D.2 Technical Provisions D.3 Other Liabilities E Capital Management E.1 Own funds E.2 Solvency and Capital Requirement and Minimum Capital Requirement E.5 Compliance with MCR and SCR APPENDICES Appendix 1 Quantitative Reporting Templates Validation

3 Executive Summary The new EU wide regulatory regime for insurance companies, known as Solvency II, came into force with effect from 1 January The regime requires new reporting and public disclosures by insurers including some that are required to be made available through the company s website. This document is the first Solvency and Financial Condition Report (SFCR) that is required to be published by London& Colonial Assurance PLC (LCA or the Company ). The Company s aim as an organisation is to provide for its policyholders products and services that look after their assets in a tax efficient manner catering for the legislation and tax in their country of residence. This service is delivered in a timely, personal and friendly manner using technology as appropriate. The Company has written little new business since April 2015 when pension freedoms came into force in the UK and is effectively closed to new business. In September 2016 the London & Colonial Group was acquired by the STM Group. The table below summarises the Company s capital position, under Solvency II, at the end of The Company applies the standard formula for calculation of its Solvency Capital Requirements (SCR). SCR is the amount of capital that the Company must hold to protect it from extreme risk events and to comply with EU regulation. Solvency II Balance Sheet ( M) 2016 Assets Best Estimate Liabilities Risk Margin 1.1 Other Liabilities 21.9 Total Liabilities Ineligible preference share capital 0.4 Eligible Own Funds to cover capital requirements 6.4 Solvency Capital Requirement 2.8 AMCR 3.3 Excess Assets over AMCR 3.1 Excess Assets over Calculated SCR 3.6 Calculated SCR Coverage Ratio 226% AMCR Coverage Ratio 193% 3

4 A. Business and Performance A.1 Business LCA is an Insurance Company registered in incorporated on 25 May The company number is The Company s registered office and operating address is: Montagu Pavilion 8-10 Queensway Gibraltar GX11 1AA The Company is authorised and regulated by the Gibraltar Financial Services Commission (GFSC). PO Box 940 Suite 3, Ground Floor Atlantic Suites Europort Avenue Gibraltar Tel: Fax: information@fsc.gi The Company s external auditor is: KPMG Chartered Accountants and Registered Auditors 3B Leisure Island Business Centre Ocean Village Gibraltar GX11 1AA London & Colonial Assurance Limited (LCA) is a wholly owned subsidiary of London & Colonial Holdings Limited (LCH), which in turn is 100% owned by STM Group PLC. LCA is an insurance company licensed by the Gibraltar Financial Services Commission. The Company writes and administers contracts of insurance as follows: Unit-linked contracts (Class III) L&C is authorised to carry out services in the United Kingdom under EEA passporting arrangements. 4

5 A.2 Underwriting Performance The Company is authorised to write long term insurance business. Premiums received in the year relate to new contracts of insurance written in The Company does not utilise any reinsurance. The table below shows the Company s premiums, claims and expenses split by Solvency II lines of business for the period ended 31 December Unit-Linked Total Total Gross Premiums Gross Claims (74,125) (74,125) (24,506) Expenses (Acquisition & administration) (1,136) (1,136) (993) A.3 Investment Performance The Company has an investment policy which complies with the requirements under the prudent person principle. The Company holds two categories of asset; unit linked and non-unit linked. The assets held to match the unit linked liabilities are ear-marked to cover the unit linked liabilities. All non-unit linked assets of the Company are included within the single long term business fund. L&C does not make any investment decisions in relation to the unit-linked assets. These are made either by the Policyholder or their Investment Adviser. The investment strategy of the non-linked assets in the long term business fund is to balance maximising returns, whilst retaining an ability to maintain adequate solvency, and an appropriate degree of matching of assets to liabilities and to provide sufficient liquidity to meet the Company s cash-flow needs. As at 31 December 2016, the Company s long term business fund comprised the following assets: Type of Assets Amount ( 000) % of portfolio Deposits with credit institutions 2, Cash at bank and in hand 2, Other long term business assets Assets held to cover linked liabilities 352, Total 358,

6 Investment income: Investment Income: Loans and receivables interest income 6,106 6,748 Net gains on realisation of investments 1,678 3,133 7,784 9,881 Other technical income: Administration fees received 2,610 2,032 Long term business provision 500 (178) 3,110 1,854 Net unrealised gains/(losses) on investments: Assets held to cover linked liabilities 37,525 3,223 37,525 3,223 Total investment return: 48,419 14,958 Technical Expenses: Administration Fees Payable 1, Technical provision for linked liabilities 45,043 12,937 Net operating expenses 1,305 1,111 47,630 15,042 Balance on long-term business technical account 790 (84) 6

7 B. System of Governance B.1 Governance Structure Before the acquisition of LCA by the STM Group on 14 October 2016, the LCA Board consisted of two Directors and 2 Non-Executive Directors. Following the acquisition, a number of Board changes have taken place such that since 1st February 2017, the Board consists of two Executive Directors and One Non-Executive Director. The Board is the main decision making body for the Company. It determines the strategic direction and has responsibility for the overall management of the Company s business affairs. The Board sets the Company s values and standards and has overall responsibility for ensuring that obligations to policyholders and other stakeholders are understood and met. The Board monitors and oversees the Company s operations with the purpose of maintaining competent management, sound planning, robust and prudent risk and capital management, an effective internal control environment, a culture of risk awareness and ethical behaviour, and compliance with statutory and regulatory obligations. The Board considers that its non-executive director is sufficiently independent and that there are no relationships or circumstances which are likely to affect their judgement in carrying out their nonexecutive duties on behalf of LCA. The Board consists of such number of individuals as the Board may determine from time to time. The Board of Directors as at 31 December 2016 were: Jill Barker (Executive Director Kevin Dann (Executive Director) Ray Pilley (Non-Executive Director) Freddie White (Non-Executive Director) 7

8 Board Committees London & Colonial Holdings Group Limited (the parent company of LCA) has established the following committees: Salary Committee The aim of the salary committees is to discuss and consider: Remuneration policy across the LCH Group Individual salary increases according to developing job responsibilities, skills and experience Any ad-hoc bonus awards according to performance Any other bonus or increases that may be appropriate The salary committee meets on a periodic basis and currently consists of the Chief Executive, The Corporate Governance Director, the Head of Human Resources and the UK finance director. Relevant personnel from other companies in the Group are involved where appropriate. However, now that LCA is part of the STM Group, LCA will be subject to STM s remuneration policy. Non-Executive Directors Remuneration for Non-Executive Directors comprises a basic fee. Fees are benchmarked against similar roles in comparable organisations and calculated on an annual rather than a daily basis. However, it is assumed that to fulfil the basic role of a Non-Executive Director, sufficient time and commitment is required for attendance at regular Board meetings, the Company's AGM, Special General Meetings where appropriate, other ad hoc meetings with regulators and advisers as may be required and training courses. Non-Executive Directors remuneration is not performance related nor pensionable and Non- Executive Directors do not participate in any incentive plans. Fees for Non-Executive Directors are determined by the Executive Directors and subject to approval of the Board as a whole. They are designed to recognise the responsibilities of Non-Executive Directors and to attract individuals with the necessary skills and experience to contribute to the objectives of the Company. The Audit Committee The aim of the audit committee is to: Oversee LCA s relationship with its external auditor; To consider, and make recommendations on the appointment, reappointment or removal of the external auditor; and 8

9 To discuss with the external auditor, before the audit commences, the nature and scope of the audit. The audit committee meets on an annual basis and considers of one Director and one non-executive director. B.2 Fit and Proper Skills, knowledge and expertise The Company, through its fit and proper procedures, ensures that persons who effectively run the business or hold responsibility for other key functions (termed Solvency II staff) have, individually and collectively, an appropriate depth and diversity of knowledge, skills, qualifications, and experience relevant to their respective roles and duties, in order to manage and oversee the running of the organisation in an effective, compliant, and professional manner. The Solvency II staff collectively possess appropriate qualification, experience, and knowledge about at least: 1. Insurance and financial markets. 2. Business strategy and business model. 3. System of governance. 4. Financial and actuarial analysis. 5. Regulatory framework and requirements. Fitness and Propriety To make sure that Solvency II staff are fit and proper, they are recruited giving due regard to the following: 1. Job application answers e.g., questionnaire, declarations. 2. Interviews, case studies, role plays, knowledge and skills tests and other recruitment assessments. 3. Employment history and experience e.g., CV and employment references. 4. Character references. 5. Identity verification, financial sanctions checks, and work permit checks. 6. Financial services register and Companies House checks. 7. Qualifications checks e.g., certificates, membership of professional bodies. 8. Background financial checks e.g., credit checks. 9. Background criminal checks e.g., disclosure and barring service. 10. Background social media checks e.g., LinkedIn, Facebook. 11. Background reputational and disciplinary/enforcement checks. 12. Regulatory authorisation application form declarations. 13. The candidate s openness and co-operation in providing such information when requested. There are specific regulatory requirements relating to the obtaining and giving of employment references and the Company takes reasonable steps to obtain employment references from current and previous employers covering at least the previous six years. 9

10 All staff (regardless of role) are required under their contract of employment to observe and act in accordance with the Company s Code of Ethics and Conduct. The Company has a Fit and Proper policy including an annual Fit and Proper declaration applicable to all Solvency II staff. It requires information in respect of the following matters: Financial difficulties, arrangements with creditors, bankruptcy, etc. Criminal prosecutions, civil proceedings, etc. Complaints. Disciplinary matters. Business interests. B.3 Risk Management Systems Risk Management system Risk management is a central part of the Company s business strategy and Own Risk and Solvency Assessment (ORSA) process. It is a continuous and developing process whereby the Company methodically identifies, assesses and responds to the risks attached to its objectives and activities with the goal of achieving sustained benefit for both the Company and its policyholders. Risk management governance operates on the basis of the three lines of defence. Board and executive management are responsible for setting strategy, performance, measurement and implementation of suitable risk management systems and controls. The Risk function sets the Company s policies and procedures. This function is responsible for overseeing risk management across the Company, being a function reporting to the Risk and Compliance Committee, and ultimately the Board. Independent assurance on the effectiveness of the Company s systems and internal controls. This is a role fulfilled by the Audit Committee, internal auditors, external auditors and other skilled external practitioners e.g. consulting actuaries. The Board has the ultimate responsibility for setting the Company s risk management strategy, reviewing the Company s systems of risk management and internal control and their effectiveness and being responsible to the regulator and its policyholders for ensuring compliance with regulatory obligations including capital and solvency requirements of the ORSA. The risk management strategy is documented and together with the supporting high-level risk policies for the defined categories of risk is subject to regular review, update and approval. 10

11 Risk Function The Risk function is headed by an Executive Director. Key responsibilities of the function include: Providing regular risk reporting to the Board in the form of annual risk registers Overseeing second line monitoring to assess whether the first line of defence if operating effectively. B.4 Own Solvency and Risk Assessment (ORSA) The Board uses the ORSA process and report to assess its risk-based capital requirement, based on the Company s business strategy. The Company has determined that the Solvency II standard formula would be used to calculate the required solvency capital and to assess overall solvency needs. A three year base case projection of the Solvency II Balance Sheet and solvency capital requirement (SCR) position is produced based on a number of key assumptions about the level of new business, economic and demographic risks, insurance risks including morbidity, lapses and future expense assumptions. These projections are then subjected to a range of stress tests in robust downward scenarios including stresses for lower than expected new product sales, worsening morbidity, lapses and expenses over and above assumptions. The ORSA process is an integral part of the Company s governance and risk management framework and risk management system enabling the Board to make risk based informed decisions aligned to business strategy, risk appetite, capital and solvency needs. The framework below evidences the key steps of ORSA Framework and feedback loop embedded in the process. The Board is ultimately responsible for ORSA framework, ORSA Policy and Process approval and ORSA report. The Board reviews, challenges and has approved the ORSA Policy and Process. The Board can delegate the responsibilities to its sub-committee and key business functions for the ongoing review of ORSA in the day to day business activities and monitoring of any significant changes that impact on the ORSA. The Board is responsible for the day to day ORSA Policy and Process. 11

12 L&C Strategy Strategic goals and objectives set Solvency Position Adequacy of available and future capital assessed Business Plan Strategic goals used to build business plan for upcoming year Capital setting Standard Formula used to set regulatory and economic capital Feedback loops exist between all steps such that one may influence another without necessarily influencing all intervening steps Risk Appetite Set from combination of strategic goals and business operations Risk Quantification Assessment of quantum of risks Risk Management Risks identified that could impact objectives; controls implemented to mitigate risks in line with appetite Risk Reporting MI on risks and controls produced to allow second line of defence to oversee risks The Company s ORSA process operates continuously through the course of the year and is accompanied with periodic formal reporting. The full ORSA report is produced at least annually for the Board with monitoring of critical metrics from the ORSA on a quarterly basis through regular risk and capital MI reporting. Additionally, the ORSA is performed at intermediate times if capital adequacy is impacted either through capital erosion from a material event or a material change in the risk profile. Circumstances which will trigger the need for an ORSA outside the regular timescales have been agreed and documented. B.5 Internal Control Systems The Company has established an internal control framework encompassing key controls of the business, both financial and non-financial, which enables the Company to achieve its key business objectives within its defined risk appetite. The effectiveness of these controls and their delivery of the key business objectives and risk appetite of the Company are regularly reviewed by the Board and its appointed sub-committees. 12

13 A risk management framework is in place so that risks are managed within the stated risk appetite. The Company s risk registers, both `top down and `bottom up document the Company s key risks and associated controls. These risks and controls have assigned owners and are subject to periodic reviews as part of the risk management process. Key controls include: Business planning process performed annually and sets the business objectives and key performance indicators. Performance against these objectives is monitored throughout the year by the Board and Executive Management. Risk appetite process performed at least annually in line with the business planning process and sets the detailed risk appetite for the key risk areas within the Company. Investment risk controls have been developed and documented within the Investment Policy detailing the investment principles and strategy as well as defining investment parameters, policies and controls and how the assets are valued. Data validation processes detailed data quality control procedures, including analytical review and detailed cross checking to validate that the data within our systems and used for reporting is accurate and complete. Escalation processes the control processes above in addition to other key measures e.g. risk appetite measures, loss events, root cause analysis and progress against audit actions are presented to the appropriate sub-committee. The financial statements are subject to controls in the production and review before they are published. The actuarial methodology and assumptions follow actuarial practices and standards and are subject to review and approval by the Board. The final statements are also subject to external audit review and are signed-off by the Board prior to being published. Compliance Function The overall responsibility for overseeing the compliance of the Company, advising and supporting the business on compliance matters is a key function and approved by the regulators as a controlled function (Compliance Oversight). This function is held by the LCA Compliance Manager who is deemed to be an appropriately competent person and responsible for ensuring the effectiveness of Company s systems and controls to meet regulatory compliance, and compliance reporting to the regulators. The function has access to all information as necessary to carry out its responsibilities and is responsible for reporting to executive management any breaches or non-compliance with relevant policies, rules and regulations. The main activities of the Compliance function include: 13

14 Training to make sure staff receive regulatory training and information. Advice and Guidance to support the business in respect of regulatory requirements and to make sure that any new regulatory rules are communicated to the relevant business areas. Compliance Monitoring to assess the appropriateness of compliance controls and make sure that a monitoring plan is produced and implemented. Regulatory reporting to respond to regulatory requests for information and submit reporting and information as required. B.6 Internal Audit As a small firm, LCA does not have a separate Internal Audit function. Instead, the Compliance Team is responsible for ensuring that Compliance monitoring is carried out and those findings are reported to the Board. The main difference between Compliance Monitoring and Internal Audit is that monitoring is an ongoing check and assessment to provide assurance (or otherwise) that processes and procedures are working as intended. Auditing is a more formal, systematic review of past performance using structured methodology and evaluation tools. However, in the course of monitoring, some auditing techniques may be employed by Compliance. Types of Compliance Monitoring Undertaken Routine Monitoring This is monitoring that is routinely taken at fixed intervals. Focused Monitoring The Compliance Team will issue a Compliance Plan at the beginning of the year, which will detail planned focused monitoring. Focused monitoring may arise from issues identified in the Company risk register, regulatory concerns or through numbers of breaches or complaints arising from a particular function. Ad-Hoc Monitoring This is monitoring that takes place due to a specific event or action. For example, a reportable breach has had to be made to the regulator or a fraud has been detected etc. B.7 Actuarial Function The Chief Actuary has overall responsibility for the actuarial function and is the management function holder approved by the GFSC. Currently the function holder is a qualified actuary who is a Fellow of the Institute and Faculty of Actuaries and has complied continuously with the specific professional obligations this requires. 14

15 The Actuarial function is established as an independent control function and has formal status within the overall governance framework. The function has access to the required resources through an internal team and access to external actuarial expertise for additional resource and peer review. The function is required to provide an annual report to the Board setting out the tasks undertaken by the function and its results. The key responsibilities of the Chief Actuary role are: Providing actuarial advice to the Company s senior management and Board. Regulatory reporting of technical provisions and solvency capital requirements. Contributing to effective risk management system through modelling of risks and actuarial forecasts that form part of the ORSA process. Ensuring the effectiveness of the Company s actuarial methodology, assumptions, systems and controls for actuarial investigations and reports. Providing actuarial opinion on data quality, underwriting and reinsurance effectiveness. B.8 Outsourcing When considering outsourcing, the Company considers how it will fit with business strategy, the key risks the arrangement could present and the ability to continue to meet regulatory requirements. The Company has an Outsourcing Policy in place which provides guidance and sets out the process to follow when considering an outsourced service provider. The policy sets out at least the following: The due diligence includes an assessment of key risks and material factors that could impact on the potential service provider s ability to perform the required business activity. This includes checks including financial, regulatory, conflicts of interest, information security and business continuity. All outsourcing arrangements must be established with a written contractual agreement setting out the expectations and obligations of each party. The agreements must include certain terms to make sure they address risks and meet regulatory requirements. The contract requires internal approval as set out in the policy, and where a critical function is outsourced, this requires Board approval. A record of all outsourced arrangements is maintained with a process for regular monitoring and annual certification. 15

16 The Company is currently utilising the following service providers to undertake critical and important functions on its behalf: Outsourced Provider Service outsourced Jurisdiction London & Colonial Central IT and Administration services UK Services Limited Peter Gatenby Consulting Chief Actuary Spain Oxford Actuaries & Consultants Actuarial Software UK 16

17 C. Risk Profile Risk Assessment Process Risk management is an integral part of the Company s business activities to ensure that the strategic objectives are maintained. The integrated approach ensures that value is created by identifying the right balance between risk and reward, whilst making sure that obligations are met and the outcomes remain in the best interest of policyholders. The extent to which the Company tolerates risks is described by performance indicators, operational parameters and process controls set out in the Risk Appetite. The Company s risk appetite determines the level of action/mitigation to be implemented against identified risks. There is direct interaction between the risk appetite and those risks highlighted in the risk assessment. Risks are rated on impact and probability and it has been determined that any risk with a residual risk rating high will require an action plan which will state what action is to be taken and on what timescale. Prudent person principle The Solvency II Regulations require that the Prudent Person Principle is applied to the Company s asset investment. The Company adheres to the principle by investing in a range of fixed interest and money market assets of an appropriate quality and level of diversification. There are also holdings in currency to minimise the impact of adverse market movements. The weightings of the different asset classes and the nature of the underlying assets are regularly monitored and are reviewed quarterly by the Investment Committee to consider their appropriateness. Assets held in respect of the Solvency and Minimum Capital Requirements are also reviewed to ensure they offer an appropriate level of security and liquidity. Concentrations The Company has a well-diversified portfolio of assets with a defined risk appetite limiting exposure to any one asset. Therefore, it is not subject to material concentration risk in respect of its asset holdings. Risk Profile The Company faces a number of risks which are summarised below and detailed in sections C1 C5. The risk profile depends on the nature of the insurance policies issued as at 31 December 2016, the assets held to match the liabilities and own funds. The Company has 1,190 in force unit linked annuities and I unit linked bond. 17

18 Given the narrow range of in force contracts the Company only has exposure to some of the core underwriting risks. These are summarised in the table below. However, there are no material concentrations. Contract Type Mortality Longevity Morbidity Expense Lapse Unit-linked contracts Minimal Y Y Overall risk exposure The Company uses the Solvency II Standard Formula approach to assess its exposure to risk. The most significant risk faced by the Company is underwriting expense risk which contributes 90% to the overall undiversified risk. C.1 Underwriting Risk Underwriting risk arises when premiums and investment income are insufficient to pay the contractual benefits on a policy or when the actual demographic experience and/or expenses of administering a group of policies is worse than assumed in the calculation of best estimate liabilities. Mortality Risk This risk is not relevant to the type of unit linked contracts written by L&C. Longevity Risk This risk is not relevant to the type of unit linked contracts written by L&C. Lapse Risk This is the risk that a policyholder lapses or surrenders their policy earlier than expected resulting in a loss to the Company. The main lapse risk that the Company is exposed to is that of higher lapses than expected meaning that charges will be lower than expected and hence the difference between charges and costs will be smaller than expected. This leads to a lower than expected negative nonunit reserve. Mass lapse is not an issue for L&C as almost all in force contracts are unit linked pension annuities which cannot be surrendered as such but can be transferred to a qualifying pension annuity written by another provider. Overall, an increase in lapse rates leads to the greatest loss in own funds when compared to a reduction in lapses and a mass lapse. Expense Risk Expense risk is the primary risk that L&C is exposed to. The book of business is effectively in run off and although expenses will reduce during the period of run off, there is an element of fixed expense that will not reduce in line with the fall in number of policies. Since L&C became part of the STM 18

19 Group it has been possible to identify and execute some cost savings and there is management action to integrate the administration teams of L&C and STM Life. Assessment and risk mitigation techniques The Company has processes in place to monitor each of the underwriting risks: The risk register covers the key risks and is regularly reviewed a summary reported to the Board at Board Meetings. The Company s risk appetite statement sets thresholds for underwriting risk as a proportion of the undiversified basic SCR. Regular monitoring of lapse and expense assumptions. A full valuation of the technical provisions and life obligations SCR is performed each quarter and the SCR coverage is reported to the Company s Board. C.2 Market Risk This represents the risk that the Company s solvency coverage is adversely affected by changes to financial market conditions which impact the fair value of assets held. The assets held in relation to unit-linked policies are not subject to market risk as all the investment risk is borne by the policyholder. For funds backing the Other Liabilities and Own Funds the Company holds a portfolio of UK and overseas assets comprising fixed interest and money market assets and is therefore subject to the Market Risk Module. Material market risks All of the market risk experienced by the Company is interest rate risk. This is due to the nature of the assets backing the Other Liabilities and Own Funds. Interest Rate Risk Interest rate risk arises when a fluctuation in interest rates adversely affects the Company s SCR coverage. Both an increase and a decrease in interest rates are tested and the basic SCR is based on the more onerous reduction in interest rate scenario. This is driven by the basic SCR in respect of the assets backing the Own Funds. The Own Funds are invested in fixed interest assets and thus there is a small, beneficial exposure to interest rate movements. Assessment and risk mitigation techniques The Company has processes in place to monitor market risks: 19

20 The Company s risk appetite statement sets thresholds for market risk as a proportion of the undiversified basic SCR. A regular review of surplus assets takes place at Investment Committee Meetings. Investment mandates specify maximum exposure limits to lower quality bond assets. A process is in place whereby management are informed before any transactions take place which would reduce average credit rating of the bond portfolios. Risk sensitivity for market risks The Company has assessed the sensitivity of the SCR coverage to a number of scenarios involving an instantaneous shock to the risk free yield curve such that risk free rates were assumed to be zero. This was performed on both a stand-alone basis and combined with the demographic assumption shocks. As market risk is such a small element of the SCR the shocks tested do not have a significant effect on SCR coverage. C.3 Credit Risk The only material credit risk that the Company faces is counterparty default risk. Counterparty Default Risk This risk arises when the counterparty is unable to fulfil its obligations to the Company, thereby leading to a loss of the Company s financial assets. The key exposures are money market deposits. Assessment and risk mitigation techniques The Company has processes in place to monitor counterparty default risk: The risk register covers key default risks and is reviewed quarterly with a summary reported to the Risk and Compliance Committee on a quarterly basis. The Company s risk appetite statement sets thresholds for counterparty exposure in terms of monetary limits per counterparty and credit quality standing of counterparties. These are monitored regularly. 20

21 Risk sensitivity for credit risks The Company has assessed the SCR coverage to a number of scenarios the most onerous of which is default by the largest counterparty. On this scenario the Own Funds would remain sufficient to cover the SCR. C.4 Liquidity Risk Due to the nature of the assets and liabilities the Company is not exposed to liquidity risk. C.5 Operational Risk Operational risk is the risk of direct or indirect loss (actual or potential) resulting from inadequate or failed internal processes, people and systems or from external events. This includes risks relating to compliance, business processes, information technology, outsourcing and financial reporting. Assessment and risk mitigation techniques The Company s Operational Risk policy defines the types of operational risks faced and the processes in place to identify, assess, manage, monitor and report risks and events. The following processes are in place to manage operational risk: Well established Risk function regularly performs operational risk monitoring, in order to assist in detecting deficiencies in the policies, procedures and processes of the Company and propose corrective actions. All departmental functions of the Company are required to conduct risk assessments which include specific operational risks inherent in their activities, including their identification and assessment with regard to the likelihood and impact on the Company, and report the identified events to through the Company s automated Risk Management System. Defined key risk indicators, to act as early warnings of increased risk of potential losses. Effective tracking of these indicators by the Risk function allows the Company to identify changing risks upon their occurrence and respond to them promptly. Disaster recovery and business continuity plans are put in place for all key functions/departments and take into account different types of plausible scenarios to which the Company s operations may be subject to. Such plans are periodically reviewed and tested. All outsourced activities are subject to due diligence and regular review and monitoring. Risk sensitivity for operational risks This is not currently a significant risk for the Company. Conduct Risk Conduct risk has the potential to arise if the Company s behaviours result in poor customer outcomes; it is inherent in any operation that provides products or services to customers. Delivering good customer outcomes is a key driver in building a valuable, sustainable business and is a key measure as part of the Company s risk appetite. As the Company is effectively closed to new business Conduct Risk is of little significance. 21

22 D Valuation for Solvency Purposes D.1 Assets Summary of asset valuation The table below sets out the valuation of the Company s assets on a GFRS102 and Solvency II basis as at 31 December 2016: Assets ( 000) GFRS 102 Solvency II Investments 5,753 4,238 Assets held to cover linked liabilities 352, ,561 Debtors 1, Other assets 2,615 25,581 Prepayments and accrued income Total assets 362, ,444 Fair value measurement In accordance with the Delegated Regulation, Solvency II figures are based on fair value. Where applicable, the Company measures the fair value of a financial instrument using the quoted price in an active market for that instrument. Bonds including Government bonds, Corporate bonds and Collateralised securities. Government bonds consist of UK government gilts and treasury bonds. The valuation of gilts is based on level 1 methodology of the fair value hierarchy, whilst the valuation of treasury bonds and other fixed-interest securities (including corporate bonds and collateralised securities) are based on the level 2 methodology of the fair value hierarchy. Deposits other than cash equivalents Deposits other than cash equivalents consist of cash held on fixed term-deposits with a maturity date greater than 3 months and cash held with investment managers for investment purposes. The valuation of this is the total cash balances held and includes the interest accrued on the deposits up until the balance sheet date. Assets held for index-linked and unit-linked contracts The valuation of these assets is consistent with the fair value hierarchy. Insurance and intermediaries receivables The valuation of these assets follows the Solvency II fair value hierarchy. There is no difference between the Solvency II valuation and the FRS 102 valuation. 22

23 Property, plant & equipment held for own use Property, plant & equipment are held at fair value following the Solvency II level 2 and level 3 of the fair value hierarchy. There is no difference between the Solvency II valuation and the FRS 102 valuation of these assets. Cash and cash equivalents This consists of highly liquid cash holdings held and valued at their actual balances. There is no difference between the Solvency II valuation and the FRS 102 valuation of these assets. Receivables (trade, not insurance) The valuation of these assets follows the Solvency II fair value hierarchy. There is no difference between the Solvency II valuation and the FRS 102 valuation. Any other assets, not elsewhere shown The valuation of these assets follows the Solvency II fair value hierarchy. There is no difference between the Solvency II valuation and the FRS 102 valuation. D.2 Technical Provisions Analysis of Technical Provisions The table below shows the technical provisions split by line of business and between the best estimate liability and risk margin as at 31 December Analysis of Technical Provisions ( 000s) Solvency II Value of Technical Provisions Unit Linked Liabilities (BEL) 329,384 Non-unit liabilities modelled (BEL) -208 Non-unit liabilities - additional (BEL) 335 Risk Margin 1,079 Total 330,590 The best estimate Solvency II cash flows are valued on a market consistent basis using UK specific risk free discount rates prescribed by EIOPA; Where the best estimate of liabilities for a group of similar contracts is negative, this has been allowed in the Solvency II technical provisions. The additional reserve under the Non-unit liabilities is a reserve to allow for closure 10 years after the valuation date. 23

24 An additional risk margin is required under the Solvency II regulations. This represents the cost of capital that another insurance undertaking would require to take on the Company s insurance liabilities using the 6% EIOPA cost of capital rate. Main Assumptions Valuation Discount Rates The valuation interest rates used to discount the best estimate liability and risk margin is the relevant basic sterling risk free term structure of interest rates as at 31 December 2016 and provided by the European Insurance and Occupational Pensions authority ( EIOPA ). Discount rates fell during 2016 reflecting the change in the EIOPA term structure of risk free interest rates in the year as shown below. Standard Formula Risk Free Zero Coupon Rates Dec-16 Dec % 2.0% 1.5% 1.0% 0.5% 0.0% Term in Years Expenses Best estimate per-policy expenses have been derived from the latest analysis of actual recurring maintenance expenses and actual volumes and mix of business as at 31 December The expenses allow for direct and outsourced servicing costs. Salary related expenses are assumed to inflate in line with the Consumer Price Index and other expenses in line with general inflation expectations using the Retail Price Index as a benchmark. Per policy expenses did not change during Lapses Lapse assumptions are derived using actual experience and have regard to current trends in experience and, where appropriate the duration of the contract. Lapse rates were updated to reflect relevant actual experience over recent years. 24

25 Mortality Assumptions Mortality assumptions are set based on standard actuarial tables of mortality rates. Different rates are assumed for males and females. Methodology Technical Provisions are defined as the sum of the Best Estimate of Liabilities and the Risk Margin. The best estimate and risk margin are calculated separately. Best Estimate of Liabilities The Company has a data warehouse from which individual policy data is extracted and validated for completeness and accuracy. This data is used to calculate the Technical Provisions and Solvency Capital Requirement and has passed an appropriate level of controls. The best estimate of insurance liabilities is calculated on a policy by policy basis for all contracts accepted on risk at the valuation date using a cash flow approach and generally accepted actuarial practices. The calculations generate probability weighted cashflows for each monthly time period within a policy s contract boundary. The cash flows are discounted using the EIOPA risk free yield curve and thus allow appropriately for the time value of money. If the present value of future cash flows on a contract gives rise to a negative best estimate of liabilities, this has been allowed. Risk Margin The total risk margin is calculated as the sum of the present values of the cost of capital rate applied to the SCR of a reference undertaking, willing to take on the Company s insurance portfolio, in each future year until the obligations are extinguished and there is no remaining SCR. The future SCRs are modelled using a permitted simplification whereby the SCR is assumed to be proportional to the projected best estimate of liabilities for each group of similar contracts. If a contract has a negative best estimate of liabilities, projected policy volumes are used to run off the SCR. The risk margin has been calculated by applying the Company s capital requirements arising under the standard formula SCR Life Risk Module as well as the a subset of the Counterparty Risk Module directly to the reference undertaking without adjustment. Market risk and remaining counterparty risk are assumed to be fully hedged. Uncertainty in the Technical Provisions Uncertainty arises from actual experience being different to the assumptions used in the calculation of the best estimate of liabilities. The most significant source of uncertainty is future per policy expenses as the business is in run off. In particular this affects the BEL non-unit reserve. 25

26 D.3 Other Liabilities The other liabilities are mainly payments to be made to the estate after the death of a policyholder. Once a policyholder dies the policy terminates and any residual value in the policy is transferred to own funds. When a policy was incepted the policyholder was given a preference share which carries rights to any assets remaining on the death of the policyholder. The assets are transferred from the life fund to the shareholder fund and an associated liability arises. The sum of these pending payments equals the Other Liability figure in the Solvency II balance sheet. 26

27 E Capital Management E.1 Own funds Comparatives Since Solvency II became effective on 1 January 2016, only 2016 figures are shown in the following sections. Objective, policies and processes for managing own funds LCA is a wholly owned subsidiary of London & Colonial Holdings Limited who are 100% owned by STM Group PLC. Own funds belong to the Shareholders. The Company aims to manage its funds such that there is an appropriate margin of own funds over the solvency capital requirement at all times. This is monitored formally through the Appointed Actuary on a quarterly basis and more regularly through review of key market and demographic assumptions. Own funds represent the excess of assets over liabilities and are invested in cash and other assets, fixed interest sovereign and corporate debt. Overall, the assets aim to generate positive returns for shareholders subject to an acceptable level of risk, compliance with regulatory requirements and the required level of liquidity. Business planning is performed annually, covering a three-year projection period and is reported in the Company s Own Risk and Solvency Assessment. Own Funds classified by tiers Own funds are classed as Tier I capital as they are retained earnings and are shown in the table below. Solvency II Balance Sheet ( M) 2016 Assets Best Estimate Liabilities Other liabilities 21.8 Risk Margin 1.1 Total Liabilities Eligible Own Funds to cover SCR and MCR

28 E.2 Solvency and Capital Requirement and Minimum Capital Requirement The amount of Solvency Capital Requirement ( SCR ) and Minimum Capital Requirement ( MCR ) are shown in the table below. M Solvency Capital Requirement 2.8 Minimum Capital Requirement* 3.3 *The MCR exceeds the SCR as a result of the Absolute Minimum Capital Requirement of 3.7m which at 31 December 2016 was equal to 3.3m Solvency Capital Requirement Split by Risk Module The Company uses the standard formula as set out in the Solvency II Directive Article 230 to calculate the SCR and does not use any undertaking specific parameters. The table below sets out the net basic SCR for each of the risk modules after diversification within risk module. The risk module capital requirements are calculated without using simplifications. Solvency Capital Requirement ( 000s) SCR Market Risk 16 Counterparty Risk 213 Underwriting Risk (Life) 2,355 Diversification Benefit -162 Basic SCR 2,422 Operational Risk 417 Reported SCR 2,839 Minimum Capital Requirement The components of the MCR calculation are shown below. The absolute floor of the MCR is prescribed by EIOPA as 3.7M for an insurer with long term liabilities. This equates to 3.3m in UK sterling using the exchange rate for year end 2016 as advised by the GFSC. 28

29 Overall MCR calculation M SCR 2.8 MCR cap (45% of SCR) 1.3 MCR floor (25% of SCR) 0.7 Absolute floor of the MCR 3.3 MCR 3.3 E.3 Use of Standard Equity Risk Sub-module Not Applicable. E.4 Differences between Standard Formula and internal model The Company uses the Standard Formula to assess its Solvency Capital Requirement. E.5 Compliance with MCR and SCR The Company has performed a full valuation as at 1 January 2016 and at the end of each quarter during In the intervening periods, key risk factors are regularly monitored to identify whether they remain within tolerance levels. 29

30 APPENDICES Appendix 1 Quantitative Reporting Templates The following Quantitative Reporting Templates (QRTs) are required for the SFCR. All figures are presented in thousands of pounds with the exception of ratios that are in decimal. Please note that totals may differ from the component parts due to rounding. QRT Ref S S S S S S S QRT Template name Balance Sheet Premiums, claims and expenses Premiums, claims and expenses by country Life and Health SLT Technical Provisions Own Funds Solvency Capital Requirement for undertakings on Standard Formula Minimum Capital Requirement Only Life or only non-life insurance or reinsurance activity 30

31 Validation London & Colonial Assurance PLC (the Company ) Approval by the Board of Directors of the Solvency and Financial Condition Report Financial period ended 31 December We certify that: 1. The Solvency and Financial Condition Report ( SFCR ) has been properly prepared in all material respects in accordance with the PRA rules and Solvency II Regulations; and 2. We are satisfied that: a. Throughout the financial year in questions, the Company has complied in all material respects with the requirements of the PRA rules and Solvency II Regulations as applicable to the Company: and b. It is reasonable to believe that, at the date of publication of the SFCR, the Company has continued so to comply, and will continue so to comply in future. Approval by the Board of the SFCR and reporting templates Lyndon Scott Director For and on behalf of the Board July